© 2006 Citigroup, All Rights Reserved N O R T H A M E R I C A I N F O R M A T I O N T E C H N O L O...

© 2006 Citigroup, All Rights Reserved

N O R T H A M E R I C A I N F O R M A T I O N T E C H N O L O G Y

NAIT

Improving Effectiveness via Marketing

July 17, 2008

by Kevin Eitzenberger



2

NAIT / Sawgrass Mission – Helping to Achieve Organic Growth

NAIT Communications Marketing Mission Bullet Points

Enhance effectiveness of our quality graphics and copywriting...Promotional AND Initiative-Based

Build confidence in and a rapport with NAIT business segment managers

Help Segment managers collaborate, defining tools and execution techniques where applicable

Ensure and increase effectiveness at these levels:

B to B - as directed by Business Segment Communications Leaders (NAIT Segments and LOB’s to their counterparts)

B to E (NAIT management to their Employees, Customer Service Representatives)

B to “V” (NAIT to TSC and Satyam Vendors).

B to C (NAIT to internal & external Clients, i.e.: TLP target audience - University Faculty and Students, Sawgrass Desktop for all CSR’s)

Increasing employee productivity, more effectively communicating how they can benefit from new technologies and knowledge sharing.

Define promotional strategy for both Awareness and Rollout campaigns

Raise Expectations NAIT-wide and exceed them

Increased effectiveness is the key to achieving our franchise-wide goals.

Where are our current G A P S?(Corporate Internal Marketing Services)

Branding/Image building

Advertising – Campaign/Promotional

Marketing – Planning, Development

Web Design

Web Development & Marketing

Copywriting

Collateral & Sales Design

Tracking & Metrics

In & Ex Public Relations

STR

ON

GLI

MIT

EDG

AP



3

The Mitchell Vision is Marketing-Centric

The Journey has Already Begun...

B to E (Business to Employee)

Quality Days

VOE – Tiger Teams

All Hands

B to B (Business to Business)

Manager’s Meetings

PowerPoint “Pitches”

Other

B to “V” (Business to Vendor)

NASSCOM presentation

B to C (Business to Client, internal & external)

TLP Recruiting

Increasing Brand Equity

“Can you Feel IT”

Intranet design

Taking Cues from International IT Leaders Intel’s Digital Edge e-newsletter.

Using a tongue-in-cheek style,

providing information in bite-sized

pieces, and leading with instant value,

such as tips and tricks to help

employees. Once they're exposed to

these features and find them useful,

they come back for more. Digital Edge

features a column called OTMH (Off the

Top of My Head), which uses a first-

person style to grab the readers'

attention. This column is placed first on

the corporate intranet site using an

attention-getting graphic and then is

published in Digital Edge. Mr. Hotze

admitted that it was risky to use a

tongue-in-cheek style, but he's pleased

with the feedback and growth in use.

- Forrester Research, May, 2006

>>Not just the vehicle

but the expert driver behind the wheel

Strategize to ensure effectiveness: determine audience, end goal and the best way to “package” it.



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Recommended first steps:

Step 1: Hire a Marketing Gatekeeper

Step 2: Articulate your value proposition.

Step 3: Identify and prioritize the audiences for IT marketing.

Step 4: Select a specific pilot campaign to target a problem area.

Step 5: Brainstorm all the feasible channels for the campaign.

Step 6: Craft the material for this campaign.

Step 7: Identify the campaign champion(s) for the targeted audience.

Step 8: Run the campaign using all the feasible channels.

Step 9: Review the campaign and assess what works.

- Forrester Research, May, 2006

Carrying the banner higher...making it bigger and better

Consider these opportunities to increase effectiveness:

B to E

New Tools: Focus on improving the employee experience not on the tool itself. Improve cost per resource hour by provide tips and tool suggestions that can be deployed in minutes. Use demos they can touch and see.

Building relationships: Customer Service RepresentativesEffective front-end customer contact is vital. Use Sawgrass desktop to build CSR’s loyalty, dedication, knowledge, confidence and effectiveness in achieving organic growth.

B to B

Liaison with Business Segment Campaign and Initiative Champions

Deliver a functional initiative plan that can be measured, made more effective and leveraged across NAIT.

Use expertise and professionalism to play the consultant role.

Charge backs: Full potential for their communication budget“buying into” our product and/or service

B to “V”

Partner with TSC and Satyam Marketing/Communication departments to enhance collaboration and build loyalty to the franchise through various channels.

B to C

Please see “Building relationships: Customer Service” above

Stay dedicated to the priorities and never lose focus of the overall long-term goals.



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Romancing CSR’s...Our Organic Growth Gardeners

Fat Client-Based UI>>

Current CSR UI

Introduce the New CSR environment with a New Management Philosophy:

Add “Romance”

Educate & Train

Motivate

Refresh & Revitalize

Evoke Empathy toward customers

“Green screen” style UI has served well functionally, but could not support the management style needed to make these customer-facing Citi Ambassadors more effective in achieving Organic Growth.

Now We Can:1: Foster CSR loyalty, build coworker camaraderie.

2: Educate and motivate CSRs during slow call periods

3: Better determine potential leaders through strategic probing

4: Track, test and refine the selling process

How Can We:1: Reduce CSR Employment Turnover Rate

2: Improve “stickiness” of Citigroup’s Positive Culture

3: Nurture a heart-felt connection to the franchise

4: Use valuable non-call “down time” as opportunities to measure what best motivates CSRs.

5: Determine which CSRs will best fit our new model for cross-selling (organic growth) effectiveness.

Future CSR UI

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Other "modules" may include "just in time" training -- Retention of new material and processes are best absorbed when addressed immediately after the “need to know” is prompted by a situation.

30 SEC. VIDEO:

Content Targeting:

• Female • Mid-30’s • < Middle Class • Mother

Content Targeting:

• Female • Mid-30’s • < Middle Class • Mother

30 SEC. VIDEO:

30 SEC. SURVEY:

Sally on business from a woman’s perspective

Remind CSRs of the real people they encounter... “it’s not just another quality call, it’s helping people like you.”

Gather information to help CSRs increase effectiveness

Browser-Based UI>>



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CSR Motivational Training / Molding Opportunity

Sawgrass UI Train at Home Option

Current CSR UI Seamless transition at Sawgrass UI Rollout

Home Laptop Training:1: Uses a iRise version of the new UI resident on the hard drive

2: SW tracks and scores trainee progress for manager evaluation

3: Pays trainee an hourly at-home rate

4: REWARDS highest achievers with ownership of the Laptop

>>1 >>3>>2

Conventional Training Caveats:1: Pulls multiple CSRs off of their stations

2: Lessons cannot be immediately applied

– longer learning curve

3: Offers little incentive for trainee’s assertiveness

4: Is not easily measured

5: ROI may not be satisfactory

UI Rollout:1: Upon completion the CSR will move to the live Sawgrass UI at work

2: Tracking will identify CSRs with greatest “generalist” and “specialist” potential

3: Increased retention of trained CSRs

4: Future iterations can be tested with home lap-top training plan

5: Potentially Greater ROI

Record progress ● Reward achievement ● Retain Resources ● Reap the growth



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Acting on What We’ve Learned

Marketing axiom: Perception is reality >>

How can we better generate

interest in NAIT’s innovation

to energize TLP prospects?

How can we better generate

interest in NAIT’s innovation

to energize TLP prospects?

Carry this Marketing

Methodology throughout

all of NAIT people touch points.

Carry this Marketing

Methodology throughout

all of NAIT people touch points.



8

NAIT Preliminary Marketing Initiative

IT execs must add vitality to the career alternatives inside IT to

convince talented staffers to join and stay. These career options must be

protected from outsourcing and cost-cutting pressures. Why? Because

they are closest to the business and will be the most valuable in future years. Forrester Research - Business View and IT View Best Practices, May 23, 2006

© 2006 Citigroup, All Rights Reserved N O R T H A M E R I C A I N F O R M A T I O N T E C H N O L O...

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